We worked with one of the world's leading food and beverage manufacturers to identify the right locations for investment in its vast supply chain network and maximize the value of its five-year investment plan.
With 80+ warehouses, 8,000+ SKUs, numerous internal and external partners, and 600,000+ annual shipments, the manufacturer needed advanced analytics to process the enormous volume of data it gathers every day. Through actual and predictive modeling, we quickly identified inefficiencies for which we could make immediate improvements by reconfiguring the distribution network and realigning manufacturing to support the changes. Scenario testing also enabled the company to prioritize investment opportunities, such as separate networks for fast- and slow-moving products.
Overall, we identified 3% savings in production and 5% in distribution by:
- Optimizing production
- Identifying the optimal location for new lines to meet increased demand
- Implementing alternative customer sourcing
- Redesigning the network
For many organizations, COVID-19 accelerated the pace of digital transformation. But for some CIOs and technology leaders, their roles haven't evolved to keep up.
Once focused on running IT operations, Genpact's CIO study has revealed that many of today's CIOs can be described as “co-pilots" – they advise and support fellow leaders on how to shape and deliver transformation. But to harness the full potential of digital technologies, CIOs must chart the course through business transformation.
In this session with Fast Company, Genpact's chief digital officer and CIOs from Alexion Pharmaceuticals and Optum at UnitedHealth Group share the secrets behind successfully taking the pilot's seat.